Manufacturing
An instruments maker that reviews performance every week and every month
A maturity assessment, a 23-initiative roadmap, weekly tracking and monthly CEO reviews. Defects fell 32% or more, and inventory fell about 27%.
In numbers
The situation
A founder-led manufacturer of instrumentation and analytical equipment engaged Amanstra in a high-growth phase. Growth was not the problem. The management system had not kept up with it. Decisions rested on past performance, with no single source of truth, no documented Bill of Materials, and a plant layout that had grown rather than been designed. Quality failures were eating margin: some components failed after installation, and field-fix costs matched or exceeded the job margin.
Measure the business first.
We scored it on 16 areas and 78 parameters, on a five-level scale from ad hoc to optimising. A process was not called mature because one experienced person did it well. It had to be repeatable, transferable and measurable.
Decide what to do first.
The scores became a 23-initiative roadmap, each initiative with a named owner and an expected outcome, so the work started where it mattered most.
Run it every day, week and month.
Sales, R&D return on investment, inventory and channel performance are tracked weekly and reviewed by the CEO every month, on PerformIQ dashboards. We added structured operational reviews and a single golden source for reporting. Every product now has a documented Bill of Materials, and the assembly flow was redesigned alongside a zero-defect quality programme. We also improved the lead process and customer feedback, and coached the founder every two weeks.
Check the results against the plan.
Results are tracked against the outcomes each initiative promised, not against how many activities were completed.
The aim throughout: move what lived in a few experienced people's heads into processes, data and clear ownership, so the business can run without us.
The result
- A complete maturity assessment of the business, and a roadmap to act on it.
- Defect rate down by 32% or more.
- Inventory down from ₹8.5 crore to ₹6.2 crore, about 27%, easing supplier-payment pressure.
- Weekly tracking and monthly CEO governance reviews in place.
- Clearer management accountability.
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